The MTAs Strategic Plan

1
The MTAs Strategic Plan its implementation

• Marie-Louise Mangion
• Senior Manager
• Strategic Planning Research
• Annual Conference 2002

2
Overview

• MTAs work on strategic planning
• Strategic Planning 2000-2002
• Strategic Planning 2002-2004
• Similarities and differences between first and
  second strategic plan
• Implementation of second strategic plan
• Benchmarking exercise

3
MTAs Strategic Plan 2000-2002

• Three-year strategic plan formulated as soon as
  MTA was set up
• Introduced the concept of strategy important to
  identify MTAs direction and priorities due to
  wide responsibilities, ensure that operational
  programmes are in line with agreed priorities
• Aim was to establish the Authoritys mission
  statement, objectives and strategic direction
• These are still relevant today as indicated
  through the consultation carried out in 2001
• MTAs Strategic Plan 2000 - 2002 laid out each
  directorates role and action programmes focus
  was the setting up of the MTA

4
MTAs Strategic Plan 2000-2002

• Out of the 49 broad programmes outlined in S.P.
  2000-2002, 39 have been implemented, fully or
  ongoing. Some are now on an ongoing basis and
  already improvements being undertaken on what has
  been started.
• Another 5 commenced and are in progress
• (e.g. Marketing effectiveness, management
  information system, inspection of MTA licensed
  operations, HR plan)
• Remaining 5 some postponed due to other
  priorities or due to limited resources (e.g.
  reassessment of marketing activities, wider
  internet use for hr and enforcement)

5
MTAs Strategic Plan 2000-2002

• In summary, MTA
• Promoted Malta as a tourism destination and
  supported tour operators
• Targeted niche markets and the direct consumer
• Developed tourism product to enhance visitors
  experience
• Conducted educational campaigns informative
  sessions
• Instigated improvements of direct tourism
  facilities and services
• Monitored establishments and operations licensed
  by MTA
• Provided policy advice and formulated strategy
  based on research
• Actively participated in international policy
  making and action.

6
MTAs Strategic Plan 2002-2004

• Result of ongoing consultation on content,
  process, monitoring
• started review in June 2001
• through research exercises, meetings,
  collaboration programmes with the trade
• discussions with MTA personnel
• discussions at Board level
• annual Conference 2001
• 2nd quarter 2002 publication of S.P. 2002-2004

7
MTAs Strategic Plan 2002-2004
Mission Statement
Objectives
Strategies
Strategic Issues
Strategic Tasks
Tactical Working Groups
Directorate Programmes
Business Plans Budgets
8
MTAs objectives

• Advise Government on tourism policy
• Sustain the contribution of tourism to the
  Maltese economy
• Minimise negative impacts of tourism
• Define Maltas unique value proposition and
  position Malta as a preferred destination
• Deliver value and customer satisfaction
• Be a catalyst for improvement in the industry
• Create awareness of the importance of tourism to
  cultivate national ownership and a positive
  change in attitude

9
Implementation of S.P. 2002-2004

• 7 Working Groups (EU, Diving, Germany, Performing
  visual arts, Service culture training,
  Heritage, Environment) and 2 internal working
  groups (Internal communication, Operational
  management)
• 1st five and last two proposed action plans to be
  integrated in directorates business plans
• Next year other working groups will be set up
  Language Learning, MICE, other geographical
  source markets, Gozo, Information provision
  systems, Off-peak special interest markets,
  Identification of potential markets
• First steps towards using research projects to
  monitor effect of MTAs actions on overall
  industry performance

10
Implementation of S.P. 2002-2004
Working Group on Germany

• Strategy 1 Deliver value and customer
  satisfaction by upgrading product, environment
  and quality of service

• Product flash newsletter
• Seminar on environmental practices and tour
  operator expectations
• Improvement in accommodation facilities
• German language learning
• Information in museums

11
Implementation of S.P. 2002-2004
Working Group on Germany

• Strategy 2 Implement programmes to exploit
  Maltas unique value proposition

• Product flash newsletter
• Information in museums
• More detailed niche marketing plan
• Review media used for promotion
• Malta Tourism News by email to tourism trade
  journalists

12
Implementation of S.P. 2002-2004
Working Group on Germany

• Strategy 3 Diversify markets to improve
  seasonality and value
• Strategy 6 Build alliances with stakeholders

• More detailed niche marketing plan
• Review media used for promotion

• Malta Tourism News by email to tourism trade
  journalists
• Product flash newsletter
• Seminar on environmental practices and tour
  operator expectations

13
Implementation of S.P. 2002-2004
Working Group on Diving

• Strategy 1 Deliver value and customer
  satisfaction by upgrading product, environment
  and quality of service

• Improvements at dive sites (e.g. access points,
  information boards, information leaflets, marine
  conservation areas)
• Local awareness through awareness campaign

14
Implementation of S.P. 2002-2004
Working Group on Diving

• Strategy 2 Implement programmes to exploit
  Maltas unique value proposition
• Strategy 3 Diversify markets to improve
  seasonality and value

• Marketing plan for diving
• Increase press coverage
• Advertise in specialised magazines
• Better use of internet marketing

15
Implementation of S.P. 2002-2004
Working Group on Diving

• Strategy 4 Provide information for
  decision-making

• Conduct research on the diving market on a
  regular basis focusing on divers and diving
  schools

• Strategy 5 Regulate the industry on the basis of
  defined standards

• Create standards of diving centres
• Work with other authorities responsible for
  aspects relating to diving activities
• Monitor operations based on defined standards

16
Implementation of S.P. 2002-2004
Working Group on European Union

• Strategy 1 Deliver value and customer
  satisfaction by upgrading product, environment
  and quality of service

• Leonardo programme training opportunities
• Single Programming Document for Structural Funds
  through Ministry of Tourism
• Improvements in Maltas direct tourism product,
  cultural heritage and environment
• Support for training initiatives and employee
  development

17
Implementation of S.P. 2002-2004
Working Group on European Union

• Strategy 4 Provide information for
  decision-making

• MTA staff training programme on EU and Structural
  Funds
• Investigate funding opportunities for the trades
  participation and benefit
• Provide information about EU standards to the
  industry through Malta Tourism Digest and
  newsletter

18
Implementation of S.P. 2002-2004

• As a result of the implementation of the working
  group action plans by MTA, the organisations
  output will be in line with the identified
  corporate strategies, as shown.
• This means that we will be closer to achieving
  our corporate objectives, thereby ensuring that
  MTAs programmes are in line with the corporate
  mission.

19
Implementation of S.P. 2002-2004

• This process should lead to a situation whereby
  not only are resources allocated for different
  responsibilities within MTA, but also the return
  on investment of MTA is maximised.
• To ensure that MTA comes closer to such a
  situation, a benchmarking exercise using progress
  indicators is being developed.

20
Benchmarking

• For this benchmarking exercise to take place, a
  broad spectrum of indicators needs to be
  identified.
• Some of these indicators are available
  internationally (e.g. demand for air travel)
  others are available nationally (e.g. NSO
  statistics) while others may be available
  sectorally (e.g. MHRA survey)

21
Benchmarking

• World Tourism Organisation data and reports
• European Travel Commission data and reports
• European Travel Monitor
• Special segment reports produced by international
  research companies
• Eurostat / National Statistics Office published
  statistics
• MHRA accommodation survey on performance of hotels

22
Benchmarking

• In other areas where information is unavailable,
  MTAs Strategic Planning Research Division is
  committed to provide the required analysis.
• In the past few months, a series of research
  tools have been developed to measure tourism
  activity, satisfaction levels and tourists
  preferences in localities, employment and
  attitudes. This is combined with other
  information sources.

23
Benchmarking

• Research developed
• Market perception surveys Germany, Italy, UK
  Ireland, supported by market profile surveys
• Seat capacities and advanced booking situation
• Analysis of Maltas competition through brochure
  analysis, price sensitivities and product
  analysis
• Niche market surveys CIT, Diving, Language
• Expenditure profiles and usage levels of services
• Locality surveys tourist preferences, flows,
  activities, trades views
• Heritage site specific surveys
• Employment and training survey
• Attitude of employees in accommodation
  establishments
• Tourists evaluation of human resources
• Skills analysis and training needs of segments in
  the industry
• HR Plan

24
Benchmarking

• In order to be able to assess its performance MTA
  is developing a range of tools and instruments
  which will eventually measure the effectiveness
  of its programmes. This will go beyond the
  measures of arrivals and earnings for assessing
  tourisms performance.
• MTA will be able to take corrective action at a
  micro / sectoral level.
• The challenge is how to adopt a methodology which
  will transform this information into a uniformly
  acceptable measure.

25
E.g. Accommodation

• Using different surveys and statistics
• International trends/expectations
• Usage and guestnight levels
• Brochure analysis package price
• Competition provided by bedstock in other
  destinations
• Occupancy rates and achieved room rates
• Evaluation by tourists of accommodation used
• Accommodation usage by niche markets
• Tour operators / Travel agents perception of
  accommodation facilities
• Cost structures
• Employment generated by accommodation
  establishments
• Attitude of employees in accommodation
  establishments
• Views of accommodation establishments in specific
  localities
• Tourists perception of accommodation facilities
  in Malta and Gozo
• Result What improvements are required at a micro
  level implications on MTA programmes

26
Interrelated process
Research benchmarking
MTAs Objectives Strategies
Business Plans Action Plans
27
Conclusion

• MTA would not be in a position to ensure
  achieving its objectives without the strategic
  planning process.
• MTAs strategic plan aims at achieving broad
  objectives.
• Through its strategies, ideals are translated
  into issues and tangible results.
• The process ensures that horizontal issues
  running across programmes are addressed.
• It provides a framework within which MTA must
  operate through its interdisciplinary approaches.
• It recognises each Directorates specialised role
  and expertise to implement programmes.
• MTA seeks to measure its effectiveness through
  the benchmarks it is setting and which it will
  use to finetune its actions.

28
Conclusion

• Now MTA is in the first year of implementing its
  second plan.
• MTA is committed to monitor the progress of
  implementing its plan.
• Implementation and monitoring systems go beyond a
  simple check list.
• Effectiveness of MTAs actions is the main focus.

29

• Thank you
• for your attention.